Average length of working day based on collaboration

10.2 hr work days

Are employees able to balance work and personal time?
Employees should strive for an equal balance between work and personal time, assuming 8 hours a day is reserved for sleep. Research shows that employees who protect their personal time are more motivated and struggle less with mental health.

Average collaboration time per day (meetings and emails)

4.7 hrs in collaboration

Is collaboration load impacting personal time?
High levels of daily collaboration can become disruptive to an employee’s workday, forcing them to use personal time to complete tasks and meet deadlines.

Percentage of employees that collaborate 6 hrs + per day

24 % over-collaborators

Which employees are most impacted by collaboration load?
Identify critical groups in the company that may be stretched with collaboration overload. Encourage these teams to streamline collaboration and preserve personal time.

Average daily collaboration taking place after-hours

0.9 hrs after work-hours

Is after-hours work common practice?
Although sometimes it may be necessary, habitually extending work into evenings is particularly detrimental to workers’ mental health.

Percentage of employees engaging in 2+ after-hours per day

5 % long after-hours

Which employees are engaging in the most after hours work?
Identify groups most at risk of losing personal time and take steps to intervene and help reduce regular after-hours.

Percentage of employees active on weekends at least once per month

67.5 % weekend workers

Are employees engaging in regular weekend work?
Switching on for even a short period of time on weekends can siginifcantly harm employee wellbeing.

Percentage of weeks employees define their own start times

94.5 % define start time

Are employees freely defining their start time?
Teams that embrace flexibility allow members of the team to start their workday at different times. Employees should be able to follow a schedule that suits their needs, than those imposed by an employer.

Percentage of weeks employees take breaks during the day

67.3 % take breaks

Are employees taking pre-defined breaks?
Employees should have the freedom to choose when to take breaks during the day. In teams that embrace flexibility, some members will choose to organize / split their day in different ways (e.g. take a long lunch-break, disconnect in the afternoon and reconnect in the evening, etc.)

Percentage of weeks employees limit their activity to 8 or less distinct hours

3.7 % control hours

Are employees able to disconnect after work?
Employees who choose alternative work schedules should be able to maintain a workload that is broadly equivalent to the standard 8 hours. Flexible working should not result in longer hours spread across the day.

Distinct hours with email / chat in the most frequent activity pattern

15 hours with activity

When are employees engaging with work?
Individuals may work outside regular working hours to deal with excessive workload, or to take advantage of flexible working arragements. Digital activity patterns reveals if groups are able to disconnect regularly.

Percentage of “always on” weeks based on collaboration patterns

64.6 % always-on

Are employees able to switch off?
Individuals that work long, continuous hours without breaks or remain actively engaged with work after hours can experience a deterioration of their wellbeing.

is the group where employees have the highest % of “always on” weeks

Janardhan, Anupama (Directs)

Which teams are most affected?
Identify groups with highest prevalence the negative activity patterns and encourage them to disconnect and build regular breaks in their work day.

total hours available for focus work per person per day

4.9 total focus hours

Are employees able to engage in uninterrupted focus time?
Meeting-free focus time is vital for employees to be able to complete individual tasks, think creatively, and address critical business demands. Employees are able to engage in high quality focus time if there is a break of 2 hours between meetings.

Average unscheduled collaboration per person each day

2.1 unscheduled collaboration hours

Is time for individual work prioritized and respected?
High levels of unscheduled collaboration (emails, chats, calls) could risk the quality of focus time by breaking employees’ concentration and cause disruption.

% of work weeks included urgent collaboration

9% urgent collaboration

Which teams are affected by urgent needs more?
Work can be unpreditcable and there will be urgent requests, but an overwhelming amount will prevent employees from being able to complete business-as-usual activities.

% change in after-hours when urgent collaboration is present

57% change in after hours

Is the organization able to respond to urgent needs without risking employee wellbeing?
Companies need to cope with unexpected demands without impacting work-life balance. Protect groups with high levels of urgency and after-hours work by shifting towards more planned activities.

Average hours in 1:1 meetings per person each week

3 hours 1:1 meetings

Are employees part of communities in the workplace?
Social and professional support at work ensures employees are safeguarded against feeling isolated. Successful rapport is built when employees meet in small group settings with two to five people attending.

Average hours in intimate group meetings per person each week

3.1 hours intimate group meetings

Are employees maintaining these communities?
Over time, relationships can fade and thus it is important to continue strengthening existing relationships and building new connections.

Chats sent on average per person each week

179 Chats per week

Are employees connecting informally?
Boost employee satisfaction and increase networks through informal communication using teams chats.

Percentage of writen communication that is conducted informally via chats

75% Chats

Can email activity be conducted via IM instead?
Teams chats can help employees gain answers to questions faster and feel more connected to their colleagues, fostering friendships.

Percentage of informal communication that occurs across levels

68% Informality across levels

Are employees engaging with people other than their peers?
Encourage employees to engage with members of the team that not just their peers to help them feel a stronger sense of community.

Report Notes

This report was generated on Jun 09 2021 .

There are 80 employees in this dataset.

Date ranges from 2021-01-03 to 2021-02-28.

Unique identifiers include: Domain is MICROSOFT.COM; full_name_1 is Jha, Rajesh Kumar; full_name_2 is Williams, Emma; IsActive is TRUE; IsInternal is TRUE; org_exec is Experiences Group; org_exec_detail is Modern Workplace Transformation; Organization is Janardhan, Anupama; qualifier_1 is N/A; qualifier_2 is N/A; staffing_type is Regular/Expat/Comm Eligible; staffing_type_category is Regular; staffing_type_group is Regular/Expat/Comm Eligible

There are 28 (estimated) HR attributes in the data: PersonId, exempt_nonexempt, acquisition_indicator, acquisition_company, acquisition_date, acquisition_hire_date, supervisor_indicator, LevelDesignation, profession, FunctionType, standard_title, incentive_plan_type, pay_scale_area, area, city, full_name_4, full_name_5, full_name_6, full_name_7, cost_center, costcentercompanycode, building_name, floor_name, SalesId, TimeZone, IsUrgent, Weekend_work, monthly_weekend_work

There are 80 active employees out of all in the dataset.

Total Runtime was: 1.81 minutes.

Glossary